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论文作者:www.51lunwen.org论文属性:学期论文 termpaper登出时间:2015-01-04编辑:pesix3点击率:5435
论文字数:1888论文编号:org201501031322401421语种:中文 Chinese地区:英国价格:免费论文
关键词:Bharti Airtel巴帝电信公司telecom industry市场营销
摘要:巴帝电信有限公司是印度移动电信的领导者,本文概述了该公司所面临的挑战以及该解决的问题。
Networking finance innovation: The next big hurdle was the ‘validity’ one. Rural consumers could hardly afford to pay the steep validity charges (the money customer has to pay to stay connected to the network). In 2004 – 2005, a typical monthly prepaid recharge would cost Rs. 333, of which Rs. 33 was tax, Rs. 175 the validity charge and airtime only Rs. 125. So, Airtel started playing around with its recharge schemes helped by regulations imposed by government and other regulators. Recharge rates came down, eventually ending in ‘lifetime validity’ as low as Rs. 99 and micro – recharges where users could top up as much as they needed in multiples of Rs. 10.
Delivery Innovation: How a company gets its services to customer is the domain of delivery. There are three facets of delivery where innovation can yield disproportionately better results: Channel, Brand and Customer Experience.
Channel Innovation by partnership with IFFCO and using young entrepreneurs: To increase reach and distribution (not just for initial customer acquisition but for recharge and service requirements), Airtel decided to create a two – tiered structure with rural super – stockists (approximately 2000) and Rural Distributors among them. The Rural distributors were young entrepreneurs (around 30,000 at last count) who were allocated territories around a few mobile towers and were responsible for customer acquisition. Airtel also entered into an alliance with Indian Farmers Fertilizer Cooperative Ltd., IFFCO, which helped it sell connections through 35,000 agricultural societies. Similar alliances were also set up in various micro financing institutions. It built an enabling system that allowed 7, 00,000 rural outlets to sell recharge through mobile device.
Thus, we can see from above that channel innovation encompasses all the way Airtel gives its customer access to its offering. Successful channel innovation used an ideal mix (retailers of all sorts, wholesalers and warehouses, distributors, call centers, catalog etc.) to permit customers to buy what they want.